How To Implement Itil V3

Agenda

•

Background

•

ITSM Overview

•

ITIL and Service Delivery

•

Adopting ITIL to NGEN

Develop Government

Competency

Establish Government

Management &

Control

Transition Contractor

Operations

Background

Key Objectives

•Early Transition Activities

ƒ Enterprise ITSM Tools Identified ƒ Tactile transition plan for each

retained C2 function

Key Objectives

• Early Transition Activities

ƒ ITSM/ITIL Processes Defined ƒ Populate tools

ƒ Begin Knowledge Transfer

Key Objectives

• Transfer ‘run book’ knowledge to

successors

• Conduct segment transitions

Representative

Transition Efforts:

Development

• ITSM Center of Excellence framework • NETOPS framework

• ETA execution

• Governance/Transition Program Office (TPMO) standup

Representative

Transition Efforts: Initial

Functional Transfer

• Transition of NGEN Enterprise

Management and Control Functions ƒ Governance

ƒ Information assurance ƒ Asset management

ƒ (Enterprise) Network operations control

Representative

Transition Efforts:

Implementation &

Refinement

• Transition of tactile functions and

services

ƒ Service Desk ƒ Touch labor

ITSM Process Development

One of Several NGEN ETAs

•

Early Transition Activities (ETAs) are high priority activities which are necessary to

prepare for and/or facilitate an effective migration of services from NMCI to NGEN.

•

ETA Objectives

-

Develop a Government core competency in IT service management.

- Reduce cost, schedule and performance risk to the Program.

- Ensure that the people, processes and technology are identified and prepared to

support a successful transition of services.

Process  Design Process  Owner Process  Design  Lead Multiple  Governme nt  Stakeholde rs ITIL SME Process  Design Process  Owner Process  Design  Lead Multiple  Governme nt  Stakeholde rs ITIL SME Process  Design Process  Owner Process  Design  Lead Multiple  Governme nt  Stakeholde rs ITIL SME

ITSM Center of

Excellence (COE)

ITSM/ITIL Overview Training

•ITIL Process Development Workshop

•Common Design Templates

•Design Standards and Tools

•Work Product Reviews

• Quality Standards

•Certify Compliance of Deliverables

Processes & Procedures Policy Documents Roles & Responsibilities Performance Mgt. Plans

Tool Req’s Training & Communications Integrated & Standardized

Enterprise Deliverables Multiple Design Teams

What is ITSM?

•

What is ITSM?

– ITSM is the industry acronym for Information Technology (IT) Service Management.

– Is the people, process, and technology used to provision IT Services and manage IT

infrastructure in a standardized, repeatable, and cost-effective manner.

– ITSM is practiced by all IT service provider organizations, whether planned or ad-hoc.

– Leading IT organizations differentiate themselves by demonstrating a high level of process

maturity and continuous improvement in the delivery of quality services at optimized cost.

ITSM Defined

IT Service Management (ITSM) is defined as:

The implementation and management of Quality IT Services that

meet the needs of DON. IT Service Management is performed by

IT Service Providers through an appropriate mix of People,

Process, and Information Technology.

ITSM applied to DON

The relevance of the ITSM definition at DON is shown below:

The implementation and management of Quality IT Services that

meet the needs of DON. IT Service Management is performed

by IT Service Providers through an appropriate mix of

People, Process, and Information Technology.

Government employees, contractors, and

3rd_{party vendors}

The consistent and repeatable steps that EVERYONE uses to perform

their functions

The different services DON has defined in the Service Specification

Sailors, Marines, and Naval Civilians The systems, networks, tools and other technologies that DON leverages to support DON operations

The DON and 3rd

•

What is ITIL?

– ITIL is the industry acronym for the Information Technology (IT) Infrastructure Library.

– Is the predominant global IT governance framework for improving ITSM performance.

– Proven framework of best-practices that has been successfully applied by organizations

of all sizes across industries (i.e., company and industry agnostic).

– Adaptable to each organization based on strategic needs and IT process maturity.

ITIL V3

FRAMEWORK

What ITIL is

What ITIL is not

• ITIL is not meant to provide a complete,

detailed IT operations process reference model

• ITIL does not offer alternative process

frameworks fully suitable to a company’s

existing structure (service vs. technically based IT, central vs. decentralized/distributed

organization, cost vs. profit center, ERP vs. legacy systems, etc.)

• ITIL is meant to focus on operational IT

processes. It needs to be supplemented

with strategy, governance and relationship management processes

• There is no ITIL certification for IT

organizations/ service providers

• ITIL does not offer approaches for sequencing

or implementation planning.

• ITIL promotes the concept of a customer

-oriented service organization

• As a standardized process framework, ITIL

facilitates benchmarking with other organizations, and can make it easier to outsource activities

• ITIL offers an established framework of best

practices towards IT process excellence

(processes, activities and roles)

• ITIL provides a consistent glossary of IT

terminology

• ITIL provides a foundation for an integrated

approach to IT Service Management

• ITIL certification (foundation, mastery) can be

valuable in developing IT professionals

• Software vendors for IT process automation

and ESM are aiming to be “compliant” with ITIL

What Comprises ITIL V3?

ITIL V3 consists of five books describing best practices for IT Service Management:

– End-to-End Service Management Throughout the Entire Lifecycle of a Service:

• Service Strategy

• Service Design

• Service Transition

• Service Operations

• Continual Service Improvement

– Holistic Management of all IT

• 24 Process Disciplines • 4 Functional Areas Service Strategy Service Strategy Service Design Service Design Service Operations Service Operations Service Transition Service Transition Strategy Generation Financial Management Service Portfolio Mgmt Demand Management Strategy Generation Strategy Generation Financial Management Financial Management Service Portfolio Mgmt Service Portfolio Mgmt Demand Management Demand Management Availability Mgmt. Service Level Mgmt. Capacity Management IT Service Continuity  Management Information Security Management Service Catalog Mgmt. Supplier Management Availability Mgmt. Availability Mgmt. Service Level Mgmt. Service Level Mgmt. Capacity Management Capacity Management IT Service Continuity  Management IT Service Continuity  Management Information Security Management Information Security Management Service Catalog Mgmt. Service Catalog Mgmt. Supplier Management Supplier Management Service Asset and Configuration Mgmt. Change Management Release and  Deployment Mgmt. Transition Planning &  Support Service Validation &  Testing Evaluation Knowledge Mgmt. Service Asset and Configuration Mgmt. Service Asset and Configuration Mgmt. Change Management Change Management Release and  Deployment Mgmt. Release and  Deployment Mgmt. Transition Planning &  Support Transition Planning &  Support Service Validation &  Testing Service Validation &  Testing Evaluation Evaluation Knowledge Mgmt. Knowledge Mgmt. Service Desk Function Event Management Request Fulfillment Technical Mgmt Function Application Mgmt. Function IT Operations Management Function Problem Management Incident Management Access Management Service Desk Function Service Desk Function Event Management Event Management Request Fulfillment Request Fulfillment Technical Mgmt Function Technical Mgmt Function Application Mgmt. Function Application Mgmt. Function IT Operations Management Function IT Operations Management Function Problem Management Problem Management Incident Management Incident Management Access Management Access Management

ITIL Adoption Across the Industry

42% 33% 50% 13% 36% 27% 42% 33% 36% 25% 13% 9% 40% 14% 9% 8% 11% 25% 33% 14% 20% 21% 27% 8% 14% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Energy/Utility Insurance Government Banking/Finance Professional Svcs Retail Healthcare Manufacturing Wholesale Researching/Planning Implementing In Place

ITIL Adoption Trends by Industry (Source: 2007 Computer Economics Poll)

NGEN Service Delivery Fabric

Service Strategy Service

Strategy ServiceDesign Service Design Service Operations Service Operations Service Transition Service Transition Strategy Generation Financial Management Service Portfolio Mgmt Demand Management Strategy Generation Strategy Generation Financial Management Financial Management Service Portfolio Mgmt Service Portfolio Mgmt Demand Management Demand Management Availability Mgmt. Service Level Mgmt. Capacity Management IT Service Continuity  Management Information Security Management Service Catalog Mgmt. Supplier Management Availability Mgmt. Availability Mgmt. Service Level Mgmt. Service Level Mgmt. Capacity Management Capacity Management IT Service Continuity  Management IT Service Continuity  Management Information Security Management Information Security Management Service Catalog Mgmt. Service Catalog Mgmt. Supplier Management Supplier Management Service Asset and Configuration Mgmt. Change Management Release and  Deployment Mgmt. Transition Planning &  Support Service Validation &  Testing Evaluation Knowledge Mgmt. Service Asset and Configuration Mgmt. Service Asset and Configuration Mgmt. Change Management Change Management Release and  Deployment Mgmt. Release and  Deployment Mgmt. Transition Planning &  Support Transition Planning &  Support Service Validation &  Testing Service Validation &  Testing Evaluation Evaluation Knowledge Mgmt. Knowledge Mgmt. Service Desk Function Event Management Request Fulfillment Technical Mgmt Function Application Mgmt. Function IT Operations Management Function Problem Management Incident Management Access Management Service Desk Function Service Desk Function Event Management Event Management Request Fulfillment Request Fulfillment Technical Mgmt Function Technical Mgmt Function Application Mgmt. Function Application Mgmt. Function IT Operations Management Function IT Operations Management Function Problem Management Problem Management Incident Management Incident Management Access Management Access Management

Continual Service Improvement

ITSM Investment Areas and Benefits

Investments

• Skills Assessment

• New Job Profiles

•New Role Definitions

• Training

•Communication

•Restructuring

Benefits

• Aligned with Customer

•Reduced Task Effort

•Reduced Staff Level

• More Job Satisfaction

•Less Overhead Investments •Process Analysis/Redesign • Service Definition • Metrics Design • Implementation • Documentation Benefits • Consistent Service • Higher Productivity •Improved Quality

•Ability to Measure and Benchmark Service Quality

Investments •SW License/ Maintenance •Hardware • IT Training • System Integration Benefits • Reduced Downtime •Increased Automation • Higher Productivity •Measurability/Auditable

• Increased Data Accuracy

People Technology Process Best Practices ITSM Tools, CMDB Structure, Roles, Responsibilities IT Service Management

In the 1960s, an estimated 100-200 planes were lost per year. The Navy later

instituted processes and procedures known as Naval Aviation Maintenance

(NAM) / OPNAV 4790. Once these processes were instituted, the loss of

aircraft were quickly and dramatically reduced.

1960 1970 Current

The introduction of jet aircraft fleets led the airline industry to apply a expertise to improving the

effectiveness of preventive maintenance

The Navy is the first service to apply the

methodology 100 - 200 Planes Lost per yr 1-2 Planes Lost on Average per yr Maturity Level

1 Maturity Level2 Maturity Level3 Maturity Level4 Maturity Level5

Continual service improvement applied to OPNAV 4790 procedures OPNAV 4790 standard operating procedure

ITIL Enables DON to Support NGEN

Achieving NGEN’s “4790”

Design & Technical Mgmt Operations Mgmt

DON Influence

NMCI Roles and Responsibilities Vendor Ownership and Control Operations Mgmt NGEN Roles and Responsibilities

V

endor Supported

ITIL Process

Development

NGEN

COSC

NMCI

Vendor Ownership and Control DON Ownership and Control DON Ownership and Control Design & Technical Mgmt

NGEN’s ITIL implementation significantly enhances the government’s ability

to manage and operate NGEN

V

Adopting ITIL to NGEN:

Incremental Multi-Level Approach

ITIL’s Common Standards, Roles and Vocabulary are the Foundation of

NGEN’s Service Delivery Model

Level A

Level B

Level C

Level D

–

Operations Handbook

–

ITIL Books

–

DON Policy/DOD Governance

–

The “Whats” of the process

–

SOW/RFP Requirements

–

The “Hows” of the process

–

Subprocess Steps

Level A

Level B

Open Incident Ticket Assign Incident Severity Assign Incident Owner

Level D

Click on “Incident Source” Enter Incident Time Enter Incident Source

Level C

Open Remedy Application Designate Incident Source Enter User Name

Adopting ITIL to NGEN:

Level A Processes, Data and Roles

•

Level A - Attributes and Deliverables

–

DOD/DON Policy and Guidance

–

Key Process Dependencies

–

High-Level Roles & Responsibilities

–

Tool Interoperability Requirements

Adopting ITIL to NGEN:

Level B Processes, Data and Roles

•

Level B - Attributes and Deliverables

– PM and Operational Control

– SOW & RFP Requirements

– High-Level Process Designs, Interfaces & Workflows

– Critical Success Factors (CSFs) & Key Performance Indicators (KPIs)

– ITSM Process Interface Document (PID)

1 . Define what you shoul d measure . 2. Defi ne what you can measure . ITIL 7 Step Process

Adopting ITIL to NGEN:

Level C Processes, Data and Roles

•

Level C - Attributes and Deliverables

–

Service Delivery and Governance

–

SLA Performance Criteria and Metrics

–

Process Boundaries and Constraints

–

Authority Matrix (RACI - Roles & Responsibilities)

Adopting ITIL to NGEN:

Level D Processes, Data and Roles

•

Level D - Attributes and Deliverables

–

Business Rule based Performance Enforcement

–

SLA Capture and Adjudication

–

Operations Handbook/Work Instructions

Adopting ITIL to NGEN:

ITIL Process Design

Each ITIL process will be designed by an expert team consisting of key roles:

¾ Process Owner

¾ Process Design Lead

¾ ITIL SME (on the specific area of development)

¾ Representative SMEs from Government Stakeholder Organizations Who are

Responsible, Consulted, or Informed with Respect to the Process Being Developed

Inputs to Process Design Teams

1.Gaps or pain points with

current practices that need to be addressed

2.ITIL High Level Process Map

3.ITIL Training

4.ITIL SME Assistance

Outputs from Process Design Teams

1.Process and Procedure Document

2.Policy Document

3.Roles and Responsibilities

Document

4.Performance Management Plan

5.Tool Requirements Document

6.Training and Communication Plan

Training is Imperative to Success

•

Promote understanding across your program stakeholders of

ITSM and ITIL.

– ITIL Foundations Training

• 3 day course for NGEN stakeholders where participants come away certified in their

knowledge of ITIL best practices • 117 People Trained To Date

– One day awareness

• An overview of ITIL processes that defines process, identifies interdependencies, roles

and important factors and challenges with deploying ITIL processes • 20 People Trained To Date

– Executive Overview

• 4 hr training for NGEN executives to provide understanding of the importance and

value of applying proven practices into NGEN’s Service Management Strategy. • 20 People Trained To Date

ITSM Center of Excellence (COE)

The ITSM COE started as grass roots effort to address the need for IT process

definition, standardization, and governance for NGEN

–

Mission

• The ITSM COE exists to provide a single authoritative source for ITSM process and tool

guidelines, standards, training, knowledge management, and governance to enable service coordination for the purpose of supporting the transition and long-term sustainment of NGEN

–

Advantages

• A DON-wide recognized team to provide guidance and expertise related to IT

Service Management implementation and improvement

• Coordinated ITSM efforts across the DON that can be used and re-used by every IT

function

Key Attributes

•Personnel trained and fluent with ITSM principles,

concepts and methods

•Contributes to the ability of DoN to adapt quickly as

the environment changes

•Aligns IT service delivery with business needs

•Enables re-use and faster deployment to Don

•Reduces risk, redundancy, and support complexity

Key Activities

•Aligns ITSM efforts across NGEN

•Drives ITSM process implementation and

compliance

•Establishes ITSM enterprise standards, procedures,

and governance

•Promotes ITSM Awareness Campaign

•Manages ITIL certifications

•Manages ITSM knowledge management

•Act as primary POC for sourcing and vendor

Roadmap Realignment

Jan

08 Feb08 Mar 08 Apr 08 May 08 Jun 08 Jul 08 Aug 08 Sept 08 Oct 08 Nov 08 Dec 08 Jan 09 Feb 09 Mar 09 Apr 09 May 09 Jun 09 Jul 09 Aug 09

Initial ITIL Roadmap

completed completedIP Report

IF Final Report completed

ITIL Roadmap Realignment completed

NGEN Industry Day / COSC

acquisition announced negotiation with EDSBegin COSC

The ITIL Roadmap created in early 2008 will be realigned to correlate

with new considerations (COSC, AOA results, etc.)

Initial ITIL Roadmap

• Created COE community

• Defined target future state vision based on current information

• Grouped and prioritized ITIL processes based on current state assessment, future state, NMCI lessons learned, and industry best practices

Key Activities

• ITSM COE continues to grow

• “A” level processes defined

• “B” level processes being developed

• Service Specifications defined

• Continuity of Services Contract Acquisition Plan approved

• Analysis of Alternatives being near finalization

• IP and Infrastructure projects baseline completed

ITIL Roadmap Realignment

• Realign the existing ITIL Roadmap processes

• Validate the future state vision for process development

• Provide strategic guidance for overall ITIL Realignment and help mitigate risk

Inputs to Roadmap Realignment

Multiple factors will influence the next generation of the ITIL

roadmap in addition to all the previous considerations

SPO and DON CIO Key Activities

Insource/Outsource Requirements

NGEN Timelines and

Key Events Analysis of Alternatives (AOA) TDOP2

Continuity of Services Contract (COSC) NetOps ITIL Activities

USMC ITIL Activities ETA Activities

ITSM COE Activities

Contents of the ITIL Roadmap

ITIL V3 is a comprehensive and consistent set of best practices for IT service management which integrates business strategy with IT service strategy. The ITIL processes have been grouped and prioritized based on a DON current state assessment, future state vision, NMCI Lessons Learned, and

Summary of ITSM Efforts

•

Leverage the ITIL framework for proven practices as the starting

point for NGEN ITSM Process Development

•

Training is vital to the success of ITSM process standardization

•

Use stakeholders and SMEs to define the processes, procedures,

roles, and responsibilities required to achieve the program

objectives

•

Continual service improvement will be critical to establishing